A Vision for the Future of Public-Government Interactions in the New HHS
We owe Robert F. Kennedy, Jr. so much already.
The nomination of Robert F. Kennedy Jr. as Secretary of Health and Human Services has ignited a national conversation about the role of public health agencies, the values that underpin them, and their relationship with the people they serve. His leadership offers a pivotal opportunity to reimagine not only how HHS functions but how it interacts with the public—rooted in transparency, inclusivity, and a renewed focus on the fundamental goals of health and wellness. This moment represents a chance to build a future where public health institutions are trusted partners in safeguarding human dignity and advancing meaningful change.
TRANSPARENCY
To earn the public’s earnest engagement, the new HHS must prioritize radical transparency. Over the years, a lack of clarity in decision-making, coupled with perceived conflicts of interest, has deepened public skepticism. HHS can begin to address this by openly sharing not just its processes and policies but specific datasets, including funding allocations, clinical trial results, and the criteria used for regulatory decisions. Lessons can be drawn from successful models, such as international transparency platforms that track vaccine procurement or clinical trial timelines. A user-friendly dashboard could allow citizens to monitor ongoing initiatives and see how their input shapes outcomes, fostering a sense of participation and accountability. Transparency should not be treated as an add-on but as the foundation for rebuilding trust.
INCLUSION OF SILENCED VOICES
Equally essential is the inclusion of diverse voices. Public health has often been driven by top-down decisions, with critical stakeholders—parents, patient advocacy groups, and informed consent advocates—left out of the conversation. Stakeholder councils can be established to bring these voices directly into policymaking. These councils should be diverse, representing communities across geographical, socio-economic, and ideological spectrums, and their recommendations must be integrated into actionable policies. Additionally, regional forums, both in-person and virtual, can create spaces where individuals share their experiences and insights. Public participation must not only be welcomed but institutionalized as a core feature of HHS’s decision-making processes.
INTEGRATIVE PATHWAYS TO WELLNESS
The chronic disease epidemic in the United States is a stark reminder that the current healthcare paradigm needs rethinking. HHS must broaden its focus beyond treating symptoms to addressing root causes, many of which lie in environmental and nutritional factors. Integrative health pilot programs can serve as testing grounds for initiatives that incorporate mental, physical, and environmental well-being into unified care models. Regenerative agriculture, toxin reduction, and partnerships with community-based health providers could bring these ideas to life. These policies would directly address chronic disease drivers while creating models that other nations can emulate. The time has come to replace fragmented, reactive approaches with a comprehensive and preventative strategy.
MEDICAL FREEDOMS AND INFORMED CONSENT
At the heart of this transformation is a commitment to safeguarding medical freedom. The principle of informed consent must be restored to its rightful place as a cornerstone of public health. HHS must mandate comprehensive, unbiased disclosure of risks, benefits, and alternatives for medical interventions. Moreover, autonomy must be respected by ensuring that public health policies prioritize education and empowerment rather than coercion. This shift from paternalism to partnership can help rebuild the frayed relationship between institutions and the people they serve.
KEEPING PHARMA IN CHECK
One of the most challenging tasks ahead is recalibrating the relationship between public health agencies and the private sector. While pharmaceutical companies and other stakeholders play vital roles in innovation, their influence must be balanced by policies that prioritize public welfare. Public-private partnerships should be structured with transparent oversight and strict conflict-of-interest safeguards. This can include mandatory public reporting of industry funding for research and advisory panels, ensuring that private contributions align with the goals of health equity and scientific integrity. Ethical collaborations, such as those between universities and nonprofits, can serve as a blueprint for reform.
CREATIVE GOVERNANCE
Beyond institutional changes, there must also be a cultural shift within the scientific and medical establishments. Decades of groupthink and a narrow focus on industrial priorities have stifled innovation and contributed to the erosion of public trust. Reform-minded professionals within these institutions must be empowered to lead the charge for change. Training programs focused on transparency, inclusivity, and patient-centered care can help shift internal cultures toward these values. Recognizing and rewarding leaders who champion ethical and innovative practices will ensure that the spirit of reform is sustained over time.
KEY ROLES FOR NGOs
NGOs and advocacy groups are poised to play a critical role in this transformation. These organizations can act as amplifiers of public health messaging while serving as watchdogs to hold HHS accountable. Their ability to mobilize communities and provide real-time feedback ensures that government actions remain responsive to public needs. Grassroots movements, in particular, will be essential in driving cultural and institutional change. The successes of past public health campaigns, such as anti-smoking efforts or environmental health advocacy, demonstrate the power of collective action in overcoming entrenched interests and achieving lasting reform.
Resistance from entrenched interests and logistical challenges will undoubtedly test these efforts. Budgetary constraints, political opposition, and regulatory inertia are likely to arise as significant barriers. Overcoming these challenges will require not only leadership at the top but also widespread public support and engagement. HHS must set short-term goals, such as improving agency transparency or addressing specific chronic health challenges, to build momentum and demonstrate tangible progress. These early wins can inspire confidence and lay the groundwork for deeper systemic reform.
Robert F. Kennedy Jr.’s nomination signals more than a leadership change—it marks the beginning of a profound transformation in the relationship between public health institutions and the people they serve. By embracing transparency, inclusivity, and a holistic vision of health, HHS can redefine its mission and restore trust. This is not the culmination of a journey but the beginning of a steep climb toward meaningful change.
Kennedy’s vision has brought us to the peak of the hill, where we can see the horizon stretching before us, full of possibility. From here, we can imagine a future where public health institutions truly serve the people. The work ahead will be demanding, but we now have a clear view of where we want to go. For this, we owe him our gratitude—and our resolve to continue working toward that horizon.
Mr. Kennedy’s campaign is $10M behind in paying its bills off. You can help by pitching in here
I think one of the first steps has to be banning Big Pharma adds on TV, cable, and the internet, and probably radio too; the cost of these adds, like corporate taxes, are paid by us, the consumers. Put that money back into lower prices.
Then we need to pull the Pharma money plug at NIH, CDC, FDA, and the rest of Public Health. Pharma should be the realm of scientists, not hedge fund managers.
Perhaps one more policy step will address training doctors in Integrated Medicine, so they can become more than just drug distributors for the pharmaceutical industry.